2022 | Sustainability Dining Report
Our recipe for a better future | Financial Year 2021-2022
Financial
report
sustainability
sustainable dining report
azzurrigroup
2022
recipe
future
ask italian
zizzi
coco de mama
SUSTAINABLE DINING REPORT OUR RECIPE FOR A BETTER FUTURE FINANCIAL YEAR 2021-2022
Table of Contents CEO’s Welcome 3 Pillar 1: People 13 About This Report 4 Impact Areas 14 Who We Are 5 Goals 18 Our Purpose 6 Pillar 2: Planet 19 Our Values 7 Impact Areas 20 Our Sustainable Dining Journey 8 Goals 26 Reviewing our Impact 9 Pillar 3: Plate 27 Materiality assessment 10 Impact Areas 28 Developing our Recipe for a Better Future 11 Goals 31 Our 2030 Goals 12 Governance 33 Appendix 34
CEO’S WELCOME Welcome to our latest sustainable dining report. Through Recipe for a Better Future, I’m taking personal Early on in my career I worked in busy restaurants and responsibility for accelerating our work on sustainability and kitchens. Everything I learnt in those roles I’ve carried with me – our people agenda, across our entire value chain. the importance of excellent customer service, an appreciation Central to this is our existing commitment to reach net zero of the right team of people around you, and the value of carbon emissions by 2040 and collaborate across the industry serving great food, every time. I’ve learnt the importance of the to transition to more sustainable food systems. In the pages of impact restaurants, and business more generally, can have on this report, you can read about our achievements so far and people and planet. These experiences have been a key driver our plans to ful昀椀l our ambition, including how we’re mapping for our progress over the past 12 months, and I’m excited to the carbon impact of every dish we serve. share that with you. And as for our people, the core of our business, we’re striving Firstly, it’s important to reaf昀椀rm that we are a people business. for more inclusive workplaces, where teams are rewarded Our 4,500 team members working across more than 220 fairly for their contributions and our people have plenty of restaurants and stores across the UK, form the beating heart of opportunities to grow. our business. This report outlines both our achievements so far and the And whilst we, like many others, continue to face turbulent areas we have yet to deliver, as we work hard to become a political and economic events, which inevitably affect our more sustainable business. Whilst we know this is a journey business operations, we remain steadfast in our commitment to of continuous improvement, we’re eager to keep sharing our building better food businesses that sustain happy, healthy progress with you. lives. This is our purpose and is more than just a statement. It’s something which guides our decision making and acts as a catalyst for long-term, positive change within our business. In the past year, we’ve re昀椀ned what we mean when we Steve Holmes say, ‘sustainable dining’, by crafting a unique framework Chief Executive Of昀椀cer that informs where we’re investing our efforts in the years to Azzurri Central Limited come. It’s our ‘Recipe for a Better Future’, and a framework that captures insights from a series of thoughtful analyses and provides a clear direction for our future impact. Fundamentally, it sets out our ambitious 2030 Goals, across three core areas - People, Planet and Plate.
ABOUT THIS REPORT Welcome to our sustainable dining report for our Financial Year 2021-2022. We’re proud to share this past year’s journey to de昀椀ning our Recipe for a Better Future, an evolution of our sustainable dining plan. In the past year, we’ve re昀椀ned our work into a future-昀椀t approach that will guide our impact for years to come. We've streamlined and simplified our approach to sustainable dining across the group, condensing our previous five pillars – people, customers, suppliers, community, environment and planet - into three: People, Planet, and Plate. Within these three pillars, we’ve introduced twelve impact areas, re昀氀ecting our new and existing work to become a more responsible business. To accelerate our progress, we’re committing to a series of 2030 Goals that provide clarity and focus to our previous efforts, and frame our contribution to the planetary goals listed by the United Nation’s Sustainable Development Goals (SDGs). We’re also integrating Sustainability Accounting Standards Board (SASB) metrics into our reporting, so that we can be more transparent with our progress. We’ll share more about process for target setting in the coming pages.
WHO WE ARE WE’RE BUILDING BETTER FOOD BUSINESSES, DRIVEN BY DEDICATED TEAMS OF PEOPLE WHO PRIDE THEMSELVES ON BEING CONSCIENTIOUS, CURIOUS AND RESILIENT. We’re a team of more than 4,500 people, who serve 15 million meals a year across 220 restaurants and stores, including Zizzi, ASK Italian and Coco di Mama. For more information on our progress, check out our Annual Financial Report. They like things a bit different at Zizzi. There’s always ASK Italian is a family of 65 restaurants across the UK, Coco di Mama is the UK’s leading Italian-to-Go something to discover when you have a meal with Zizzi: connected by a love of Italy. They put their heart and operator with a vision to be the most-loved modern a menu packed with Italian-inspired dishes with twists soul into the details. Like the lemonade taster at the start Italian pasta brand. First opening over ten years ago and theatre, warm & natural restaurants with playful fun of your meal, an invitation to relax and unwind knowing in Fleet Street, Coco di Mama now has over 190 touches, and a team that make you feel like you’re among everything is taken care of. points of sale nationwide, including 14 昀氀agship stores friends. Zizzi doesn’t do good times, only Great Times. Their food always begins with inspiration from Italy – in London, nationwide delivery kitchens, and a retail Zizzi 昀椀rst opened its doors and 昀椀red up its signature maybe an ingredient, a tradition or a well-loved dish. partnership with Sainsbury’s. pizza ovens in Chiswick over 20 years ago. The idea The menu is as diverse as the people who come through Their award-winning menu is most famous for was simple: every time you dine with Zizzi, it should be their doors. From great Italian classics with added customisable pasta pots and specialty handcrafted for great Italian food (with a twist) enjoyed in a warm ‘wow’, to non-gluten pizzas and vegan swaps that even Allpress coffee, all served up fresh and superfast. They and rustic environment with fun touches to discover. the meat-eaters love. also serve a broad range of soups, salads, sandwiches, Today, there are a few more restaurants (over 130 in sweet treats, and breakfast items to complete their all- the UK & Ireland) but the Zizzi way remains the same. day menu.
OUR PURPOSE To build better food businesses that sustain happy, healthy lives. Our Vision We’re serving better, with food businesses that nourish the needs of our people, our customers, our partners, and our planet. Our Manifesto We have a vision for a world where food businesses are better. Better at being honest and truthful. Better at investing in people and communities. Better at taking risks to 昀椀nd out what works, so that we can hand on heart say we’ve done our bit to build better food businesses that sustain happy, healthy lives. We’ll need to work together and believe in each other to get this right. To ask for help when we’re stuck, to talk through the times when we get it wrong and to be there for each other when it gets tough. We might even have a little fun along the way too! But if we do succeed, if we do create a world where food businesses truly nourish the needs of people and planet, we’ll all be thriving for years to come. Because better food businesses means better opportunities for people. It means better care for our planet’s resources. It means a better future for everything and everyone.
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OUR VALUES Our essential ingredients, our beliefs, how we do things at Azzurri, to bring our Purpose and Vision to life. DO BETTER We are brave and conscientious. We consistently look for better ways to do things, improving how we work and the results we achieve. BE CURIOUS We are inquisitive, we ask the questions, we seek out the answers. Our curiosity means we take rounded and well thought through decisions that make a tangible difference. DON’T GIVE UP We are resilient, tenacious and driven. We keep going whatever challenges we face, meeting the goals we set ourselves. BE CARING We listen, we give our time, we look out for each other. We embrace and value individuality. We create an environment for everyone to thrive, grow and progress. BE YOU We come as we are. We’re warm and welcoming and don’t take ourselves too seriously. We work as one team, and we take pride in all that we do. We like nothing better than revelling in our work and enjoying our time together.
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OUR SUSTAINABLE DINING JOURNEY As a business, we recognise our reliance on quality ingredients for every dish to promote happy and healthy people in every kitchen and restaurant. Whilst we’ve always upheld responsible business principles, we wanted to go further than what was expected. Because for us, that’s the 昀椀rst step in serving better. We’ve spent the past 12 months on a journey to consolidating our sustainable dining initiatives at group level, whilst accelerating progress across our brands and re昀椀ning our central supporting role in driving impact, so that our businesses can thrive for years to come. We’ve focused on: 1. Reviewing our impact 2. Developing our Recipe for a Better Future
REVIEWING OUR IMPACT Since 2017, Azzurri has been on a journey to maximise its social impact and reduce its environmental impact. Our work has always centred on our people, our customers, our suppliers, and our planet. We’re also aware that the world has undergone signi昀椀cant changes and we’re facing new challenges and dynamics. In 2022, we undertook a materiality assessment To understand the importance of these impact to develop a sustainability strategy to address areas, we collected feedback from our Azzurri the current social and environmental challenges leadership team, industry experts, more than that impact both our stakeholders and the 1,300 team members and reviewed inputs from world at large. We reviewed our impact across more than 2,000 customers. ethics and human rights; health and nutrition; This feedback allowed us to capture what sustainable food; waste; fair reward and matters most to our team members, customers and recognition; carbon; inclusion and diversity; external stakeholders, as well as shape the energy; sustainable sourcing; team member commitments that will drive our sustainability wellbeing; growing potential; water; and strategy forward. After analysis, we streamlined to community welfare and wellbeing. arrive at 12 impact areas with actionable goals. Each impact area re昀氀ects our sustainable dining interests, the Sustainable Development Goals, and the wider issues our industry faces.
MATERIALITY ASSESSMENT We think it’s important to share the rationale for our approach. Our materiality assessment helps demonstrate the importance of the 12 impact areas People we’ve chosen to our stakeholders. The assessment showed that our external stakeholders place higher value on sustainable sourcing and health and Planet nutrition, while our internal stakeholders value people, development and growth. There is also a common understanding that areas such as sustainable food, reducing carbon emissions, rewarding people fairly and reducing waste, are topics that will increase in importance over time. Customers & Partners In the next sections, we’ll share our commitments for each impact area, and our progress so far. Health & Nutrition IGH Sustainable Food H Y Ethics & Human Rights R E Waste V S Fair Reward & Recognition R E D IGH L H Carbon HO E AK T S NAL Sustainable Sourcing R E E T Inclusion & Diversity T A X R E E D Energy O M Team Member Wellbeing Community Welfare & Wellbeing Growing Potential IGHT SL Water SLIGHT MODERATE HIGH VERY HIGH INTERNAL STAKEHOLDERS
DEVELOPING OUR RECIPE FOR A BETTER FUTURE Our sustainability strategy, our Recipe for a Better Future, is informed by our purpose and de昀椀nes our ambition to drive positive impact across the impact areas that are most important to our people and planet. WE FOCUS ON WHAT MATTERS MOST PEOPLE PLANET PLATE Growing Potential Energy, Water and Carbon Sustainable Diets Wellbeing, Recognition and Reward Waste Health and Nutrition Inclusion and Diversity Sustainable Design and Construction Sustainable Sourcing Community AND WE COMMIT TO Caring about our teams’ potential, Tackling climate change Making it easy for customers to creating opportunities for every make informed choices that team member to grow support their health and wellbeing Rewarding our team Actively cutting waste, particularly Promoting sustainable diets members fairly food waste and packaging through conscious menu design We developed ‘Recipe for a Better Future’ goals to ful昀椀ll our commitments and drive change across our impact areas.
OUR 2030 GOALS Our ‘Recipe for a Better Future’ 2030 Goals are designed to shift our ways of working and focus on serving better by impacting those areas that matter the most to our people and the planet. PEOPLE PLANET PLATE GROWING POTENTIAL CARBON, ENERGY AND WATER SUSTAINABLE DIETS By 2030, we will have helped 10,000 individuals enter By 2025, we will launch a robust environmental management By 2025, we aim to provide the carbon footprint the job market through apprenticeships, internships, work system, allowing us to monitor and set annual consumption of items sold or listed in our brands’ menus. experience placements and job and life skills training. reduction targets for energy and water. By 2030, we aim for at least 65% of the dishes listed By 2025,at least 70% of our positions will be filled by internal By 2040, we will achieve net zero emissions on our brands’ menus to be low or very low carbon impact. candidates as we expand our training proposition to promote across our operations and supply chain. internal career mobility. HEALTH AND NUTRITION WASTE By 2025, all our kids’ menus will meet PHE targets WELLBEING, REWARD AND RECOGNITION By 2025, all our out of restaurant packaging for sugar, salt, fat and calories. By 2030, all employees aged 18+ will receive pay that will be widely recyclable. exceeds the national living wage. By 2030, we will have cut our food waste by15%. SUSTAINABLE SOURCING By 2025, we will sign up to the Mental Health at Work Building on our existing commitments to source sustainably Commitment and provide mental health training to 100% SUSTAINABLE DESIGN AND CONSTRUCTION certified seafood, palm oil, free-range eggs and meat, of our leaders to develop supportive work environments. by 2030, we will also source sustainably certified rice, By 2025, all new restaurants and restaurant fit-outs will be built sugar and coffee. to the standards set out in our new sustainable design and COMMUNITY construction policy. By 2030, we will sustainably source our uniforms, paper By 2025, we will provide all team members with volunteering products, and work with suppliers who use sustainable opportunities, investing 100,000 volunteer hours in local Expanding on our existing zero-to-landfill commitment, by 2025 alternatives to soy in animal feed and avoid the routine use communities by 2030. we aim to send zero waste to landfill from 100% restaurant fit of prophylactic antibiotics. outs and new builds. By 2030, we will donate half a million meals to people in need. By 2030, we will invest in diverse and resilient supply chains by increasing spending with local suppliers by 10% and INCLUSION AND DIVERSITY increasing spending with suppliers from minority backgrounds and sustainably certi昀椀ed organisations by 20%. By 2025, we will be a signatory to BITC’s Race at Work charter and build out our full diversity and inclusion strategy.
PILLAR 1 PEOPLE Our business is nothing without our people. Our team is our greatest asset. That’s why we’re creating enriching places to work and being an active citizen in our local communities. We take time to listen to our team members through regular engagement surveys, listening groups and 1-2-1s, to learn what people care about when it comes to wellbeing, growing opportunities and inclusion and diversity. Our work across these areas is informed by what we’ve heard and what we believe we can do to serve better.
IMPACT AREA WELLBEING, REWARD AND RECOGNITION At Azzurri, we’re working towards an engaging and healthy culture and environment that supports and nourishes individuals to be better and do better, creating ownership and pride. Creating an engaging work environment has been central to last year’s work, as we welcomed back our team members to the of昀椀ce and boosted our restaurants’ teams following the disruptions caused by COVID-19. We worked tirelessly to build fuller teams, restaurants and stores supported each other during busy times and we promoted internal candidates to As we work towards rewarding our people’s ensure business stability. contributions fairly, we’re also striving to create a safe In addition to these operational challenges, the state operating environment. of play in the United Kingdom in 2021- 2022 saw Our brands offer resources to support individuals with an increase in in昀氀ation and cost of living. Our team their mental wellbeing, ranging from regular wellbeing members already have access to a wide variety of newsletters and tips, to access for both individuals bene昀椀ts, from health insurance to negotiated discounts and their loved ones to medical professionals via an and cycle to work schemes. In response to the Employee Assistance Programme. heightened challenges of the past year, we’ve taken In 2022, Azzurri central teams partnered with the Burnt Chef additional actions. Project; a not for pro昀椀t social enterprise committed to mak- ing the hospitality profession healthier and more sustainable by focussing on people’s wellbeing. The Burnt Chef Project has already helped us train over 20 leaders across the business in understanding and responding to mental health issues in the workplace. This is part of our group’s ambition to deliver on the Mental Health At Work Commitment. We’re very proud of our teams and take time to reward their contributions. Our annual awards praise more than 昀椀nancial performance and we reward individuals that bring to life our brands’ purpose and values.
IMPACT AREA GROWING POTENTIAL We believe our industry offers great careers and we invest a lot of time and resources to nurture talent and give people the opportunity to progress their careers with us. For both front and back of house staff, we Our ambition is to help 10,000 individuals enter provide relevant training and an exciting the job market through apprenticeships, internships, career development path for those who want work experience placements, and job and life skills to progress within the business. We prioritise training. We have a strong history of empowering internal development and promotion over external individuals and have already celebrated seven recruitment, aiming for at least 70% of positions to cohorts of successful interns from Entrepreneurial be 昀椀lled by internal candidates. Some of our most Scotland’s Saltire Scholar programme. We also help popular training and development opportunities our talent grow within, with over 30 apprentices in include the ASK Italian Journey and Avanti our 昀椀nance, IT and procurement teams. We believe Leadership Programme, and Zizzi Viaggio. we have a real opportunity to touch people’s lives Coco di Mama is determined to grow the team and open doors to ful昀椀lling careers, just like Coco di internally through these programmes, and also Mama has shown possible with Change Please. supports individuals entering a career in hospitality. In June 2022, Coco di Mama employed three candidates from Change Please, a social enterprise that helps homeless people (or those at high risk) to enter the hospitality industry through barista training.
IMPACT AREA INCLUSION AND DIVERSITY For us, inclusion and diversity means valuing and appreciating people’s differences, to enable them to thrive at work. We’re working towards a culture of inclusion, As we collect this data, we’ve also committed diversity and equity, listening and learning about to become a signatory of BITC’s Race to Work how we can do more. We know that in our business, charter. This framework will guide and underpin our and the sector generally, people of colour are work. In the meantime, we’re reviewing our policies under-represented, as are women in some of our and ways of working to ensure they are inclusive operational roles – in particular, in our kitchens. in both language and application, involving our In April 2021, we found a negative gender pay teams to make sure we get things right. In addition, gap across the group, however, this 昀椀gure was Azzurri also encourages the employment of all impacted by furlough numbers during the reporting underrepresented groups. time period. We deduced that there was an We’re committed to ensuring that there is no actual underlying 2% gender pay gap, which unconscious bias that restricts opportunities for we’re exploring more fully as part of the next career progression within Azzurri. We’re working gender report. We’re already addressing gender closely with our teams to make sure our kitchens are opportunities at work through initiatives such as set up to welcome female chefs, with all potential our Women In Leadership career development barriers removed and we’re exploring how we can programmes. We’ve also started to capture diversity support women in these roles. data across the business, with an intention to use this information to better understand our business and our people, and identify suitable actions.
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IMPACT AREA COMMUNITY £13,000+ raised in support Investing in our people and creating better spaces to work is important to us of Choose Love’s and we realise the potential it has to transform communities. Ukraine appeal At Azzurri, we believe in the power of hospitality This approach also 昀椀ts with Coco di Mama’s and have committed to unlocking this potential approach. They have partnered with the Felix Project by providing all team members paid volunteering in London, raising funds and donating surplus food activities. Through these activities, we’ll invest over to help feed people in need. Azzurri also works with 100,000 volunteer hours in our communities. partner, Best Food Logistics, to ensure that any By focusing our volunteering on causes that are surplus food in the supply chain is donated to close to our hearts, we believe we can make FareShare. Building on these efforts, we’re aiming to 30,000+ a real difference. donate half a million meals by 2030. We’re promoting skills-based volunteering to We’re also ready to support our communities in meals donated to FareShare help team members put their know-how to good times of need. For instance, Zizzi has raised around and the Felix Project use. In 2022, our Azzurri Central teams formed £150,000 for the Mental Health Foundation in a partnership with London Youth, a charity that this 昀椀nancial year alone, helping bring the charity’s supports education and training opportunities for services closer to those who might bene昀椀t. In 2021 the most at-need youths in London. Through this following events in Europe, the Azzurri Group started Committed to volunteering partnership, we’re providing on the job life skills fundraising in support of individuals displaced by training, shadowing opportunities and mentorship, the war in Ukraine. ASK Italian took these efforts 100,000 as well as support with maintenance work at London further by raising awareness in restaurants and hours to support Youth centres. raised over £13,000 for Choose Love’s Ukraine local communities After raising over £1 million for the Great Ormond appeal, supporting projects that are providing vital Street Hospital Children’s Charity, and in response aid and services to those still in and 昀氀eeing the to the cost of living crisis and our communities’ country, including: emergency medical care, food, struggle with food security, ASK Italian is trialling shelter, clothes, legal support, mental health support, a new community 昀椀rst approach, supporting support for LGBTQIA+, BIPOC and marginalised local foodbanks via the Trussell Trust network. This communities. This is just one example of how we are transition makes a lot of sense for our teams who ready to respond to our communities’ needs, using want everyone to enjoy a good meal, whether in our our skills and our capabilities to have a better impact restaurants or at home. on people’s lives. £150,000 raised to support the Mental Health Foundation’s work
OUR COMMITMENTS TO PEOPLE WELLBEING, REWARD INCLUSION AND RECOGNITION AND DIVERSITY » By 2030, all employees 18+ will receive pay that » By 2025, we will be a signatory to BITC’s Race at exceeds the national living wage. Work charter and build out our full diversity and inclusion strategy. » By 2025, we will sign up to the Mental Health at Work Commitment and provide mental health training to 100% of our leaders to develop supportive work environments. GROWING POTENTIAL » By 2030, we will have helped 10,000 individuals enter the job market through apprenticeships, internships, work experience placements and job and life skills training. COMMUNITY » By 2025, we will provide all team members with volun- » By 2025, at least 70% of our positions will be filled by teering opportunities, investing 100,000 volunteer hours internal candidates as we expand our training in local communities by 2030. proposi-tion to promote internal career mobility. » By 2030, we will donate half a million meals to people in need.
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PILLAR 2 PLANET Food is the one thing that connects every single human on the planet. It’s also the core of our business – serving great food is a big part of what drives us. But every meal we serve has an impact. From sourcing every ingredient, transporting those to our kitchens, packaging our food, using energy and water to cook and clean, and the creation of food waste along the way, we have both a responsibility to improve how we work and an opportunity to be a better business. The bedrock of our Planet pillar is our approach to climate change. We’ve already felt disruption to our mmunities’ supply chains, our operations and our co lives, because of the impact of climate change, so we’re taking action. This year, we completed our first carbon footprint assessment to better understand our impact and developed a plan to take meaningful action.
IMPACT AREA CARBON NET ZERO We’re a founding member of the Zero Carbon Forum (ZCF), CARBON an industry collaboration to tackle climate change through knowledge sharing. Through the ZCF, we have EMISSIONS committed to achieve net zero emissions by 2040. BY 2040 To support this commitment, we conducted our first carbon footprint across our entire group of brands and restaurants in line with GHG Protocol Corporate Standard and Scope 3 Standards. We worked with leading sustainability consultancy, ERM, to carry out the footprint. We set our emissions baseline year as 2019-2020 before the wide-ranging impacts of the pandemic. In the years since, our business has changed and evolved. As such we have also reviewed our 2019 footprint against our 2020-2021 performance and have committed to carrying out annual reviews to keep true to our net zero ambition.
IMPACT AREA Our footprint 2019 2020 tCO2e 74,013 46,691 tCO2e Our carbon footprint for the year from January to December 2019 was 74,013 tCO2e across our direct and indirect operations and supply chain. This is our baseline 昀椀gure on which we based our net zero carbon emissions commitments. We’ll use this 昀椀gure to report year on year progress to reduce our overall emissions. We found that 22% of our total carbon footprint could be attributed to our Scope SCOPE 1+2 SCOPE 1+2 1 and 2 emissions from our fuel and gas combustion and the electricity purchased tCO2e % tCO2e % during the year. Our supply chain emissions in Scope 3 accounted, as expected, 16,643 22 13,113 28 for a much larger portion, equivalent to 78% of our total footprint. This included emissions from our purchased goods and services, our capital goods, our upstream and downstream transport, our waste and the sold products end-of-life, as well as our business travel and employee commuting. Through this exercise we realised that the company’s long-standing commitment to sending zero waste to land昀椀ll paid off, with waste being our area of least impact, Fuel Consumption Energy Use followed by our sold-products end of life and limited business travel. Conversely, most of our emissions come from the goods and services we purchase – with 60% of our Scope 3 emissions attributed to the food we purchase for the restaurants managed by our brands. Globally, food production contributes to 37% of GHG SCOPE 3 % SCOPE 3 % emissions, putting the importance of food in our own carbon footprint into context. tCO2e tCO2e 57,369 78 33,578 72 Setting our commitment We have made a commitment to achieve net zero carbon emissions by 2040, in line with Science Based Target Initiative (SBTI). We plan to do that by 昀椀rst abating our Scope 1 and 2 emissions by 2030 and working toward reducing our more complex Scope 3 emissions by 2040. To achieve our net zero ambition, we’ll start by collecting better information from our suppliers on the carbon footprint of the goods and services that we Goods & Services Capital Goods Fuel & energy related purchase. We’ll also work with them to reduce related impact, starting with Upstream transportation Waste Business Travel our closest food suppliers. Employees commuting Downstream transportation Sold product end-of-life
AZZURRI'S ROADMAP TO NET ZERO RAISING EXPECTATIONS We will introduce new criteria to our A NEW ENVIRONMENTAL sourcing processes by 2025 to partner MANAGEMENT SYSTEM with suppliers committed to reducing their COLLABORATING Put power in our people’s hands by 2025, own carbon footprint. FOR THE GREATER GOOD by providing resources to monitor energy We will continue to work with the consumption and introducing incentivised Zero Carbon Forum, suppliers and annual consumption reduction targets. other partners to solve wicked problems that affect our industry. IMPROVED PACKAGING By 2025, all our takeaway 2040 packaging will be widely recyclable. 2025 2030 SUSTAINABLE MENU CREATION By 2025, all our brands will integrate carbon accounting in menu planning. PLATES WITH A PURPOSE By 2030, 65% of Azzurri brands’ menus will consist of low or very low carbon options. REDUCING WASTE 2022 By 2030, we will have GREEN ENERGY reduced our food waste by By 2030, Azzurri sites 15% based on 2022 baseline will be powered by 100% levels. renewable energy.
IMPACT AREA ENERGY AND WATER Better management of our energy use has long been an area of focus, even more so today with the increasingly severe impacts of geopolitical events on the energy market. Despite these challenges, we’re committing to transitioning to 100% renewable energy by 2030. We are also setting annual energy reduction targets for our restaurants, as we develop an environmental management dashboard with built-in analytics to identify areas for improvement. Our property team works alongside our restaurant teams when energy usage spikes are detected. We’re also rolling out new energy ef昀椀cient kitchen equipment and other tools to help curb our use. As an example, we’ve started installing Mindsett in our restaurants, a predictive energy management tool that helps our teams identify opportunities to reduce energy usage. We know that better choices derive from better insights. As such, our environmental management dashboard will also extend to water use. As a vital commodity, we’ve always prioritised the conservation of its use by installing sensor taps and sharing best practice within our kitchen teams.
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IMPACT AREA WASTE 90% Reducing waste is a core focus of our business. In the past year alone, of our used cooking oil our managed restaurants have achieved over 99% waste diversion is turned into biodiesel from land昀椀ll through increased recycling, anaerobic digestion of food waste and other programmes focused on key ingredients. We work closely with Novati (formerly UK Waste to keep ingredients safe and fresher for longer. Solutions) at over 130 sites to make this possible and We’ve rolled out steel gastro tubs and reduced look for opportunities to unlock our waste’s potential. the annual usage by around 90%, or almost 2 million One example is our cooking oil; once discarded, we blue bags a year. divert more than 90% from land昀椀ll via Olleco, who turns Plastic comes in various forms, and reducing our own 99% waste oil into biodiesel. We’re committed to keeping waste also means not contributing to land昀椀ll through land昀椀ll diversion from up our zero to land昀椀ll goal and work with our landlord- our packaging. Since COVID-19, out-of-restaurant restaurants managed sites to ensure that happens. In addition, we orders have signi昀椀cantly increased, especially with run on-site segregation programmes and celebrate Coco di Mama’s nationwide dark kitchens. We’re leading restaurants with quarterly recognition. increasing recyclable packaging and ensuring Our Azzurri Central teams continue to motivate and 100% of our packaging is widely recyclable for any support restaurants to increase on-site recycling and deliveries and products sold through retailers. Adhering 90% review new opportunities to reduce waste, including to WRAP’s guidance, we identi昀椀ed widely recyclable reduced annual usage of food- food waste. Through our 2030 Goals, we’ve materials as those that can be collected for recycling committed to reduce our food waste across the group by over 75% of local authorities and use these materials safe single-use plastic bags by 15% from our 2021-2022 baseline of 1,128,000 as the basis for our packaging. kg. We’re tackling food waste reduction through Avoiding single-use plastics and instead using alter- more attentive stock management, team training and native sustainable materials and sustainably certi昀椀ed donation of surplus food to entities such as the Felix or recycled sources of paper is also key to our waste Project and FareShare. goal. We’re currently over halfway through our com- As we roll out more resources to our kitchen teams, mitment and continue to deliver improvements, such as we’re also reviewing the impact these might have. launching widely recyclable pasta bowls in 2023. We By introducing new quick service restaurant (QSR) want to make it easy for customers to choose our out- management systems, we’ve digitalised much of the of-restaurant options, knowing they are more sustain- 3 million back of house order system removing three million able, with packaging that can be reused or recycled. back of house paper pieces of paper from Zizzi kitchens. We’ve also reduced the reliance on blue bags; plastic bags used orders cut down
IMPACT AREA SUSTAINABLE DESIGN We believe that one of the best ways we can take care of our planet, is to build better restaurants that are fit for the future. Construction plays a key role in the 昀椀ght against climate change. In the UK, the built environment is responsible for 25% of the UK’s eenhouse gas emissions. gr At the same time, our restaurants are often the We decorated the restaurant with paintings 昀椀rst thing our customers see, and it is what forms by a local artist, a trend that we’ve long been their impression of our brands and contributes to incorporating in our designs to re昀氀ect the importance their overall desire to come back. Designing more of our communities in our restaurants. Lastly, as part sustainable restaurants is not only important to of the policy, we also extended our zero-to-landfill reduce our carbon footprint, but also provides a commitment for restaurant operations to our new platform for us to share our responsible business builds and refurbishments. SKA Gold journey with our customers and teams. These practices are now routine to our teams, Standard This past year, we launched a new sustainable and we are eager to show off more restaurants Achieved at ASK Italian in design and construction policy, based on the built in line with this policy, and achieve further Horsham and standard for future gold standard of the SKA Fit-Out for commercial SKA Gold certi昀椀cations. restaurant developments buildings, starting with our ASK Italian restaurant in Horsham. The restaurant was awarded the SKA Gold certi昀椀cation following the improvements, marking the 昀椀rst of many we’re set to achieve. While successful, the ASK Horsham sustainable refurbishment was a challenge for the team. As a beautiful historic Grade II building, we had to introduce changes that highlighted the historical importance of the building, whilst supporting our sustainable ambitions. The timber used was sourced from FSC sources, we reused as much furniture as possible, and introduced sustainable materials such as cork tabletops. We also used low-VOCs paints, sustainable fabrics and energy ef昀椀cient appliances.
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OUR COMMITMENTS FOR THE PLANET WASTE » By 2025, all our out of restaurant packaging will be widely recyclable. » By 2030, we will reduce our total food waste by 15%. CARBON, ENERGY SUSTAINABLE DESIGN AND WATER AND CONSTRUCTION » By 2025, we will launch a robust environmental man- agement system, allowing us to monitor and set annual » By 2025, all new restaurants and restaurant fit-outs consumption reduction targets for energy and water. will be built to the standards set out in our new sustainable design and construction policy. » By 2040, we will achieve net zero emissions across our operations and supply chain. » Expanding on our existing zero-to-land昀椀ll commitment, by 2025 we aim to send zero waste to land昀椀ll from 100% restaurant 昀椀t outs and new builds.
PILLAR 3 PLATE Recent times have seen consumers changing their behaviours. Following the pandemic, over 40% of consumers in the UK have increased purchasing from brands that have environmentally sustainable practices and values. Customers have also changed their food habits, with 39% reducing consumption of meat and animal products and 48% opting to buy more locally produced goods. As we work towards doing better by our people and our planet, we acknowledge that this needs to be reflected on the menus of our brands.
IMPACT AREA SUSTAINABLE DIETS One in four consumers in the UK relies on environmental labelling to indicate a product’s sustainability and we want to make it easy for our customers to make informed choices that can help the planet. That's why we’ve made two commitments that support We know that our customers are hugely important tackling climate change and facilitating a transition to to our journey. Coco di Mama is displaying carbon sustainable diets. By 2025, we aim to roll out carbon la- impact information on its website and ASK Italian’s belling across our restaurants and stores to make it easy website showcases the impact of ‘Vegan Swaps’ for customers to take decisions in line with their values. against their alternatives at point of sale. We In the meantime, we’ll also be working on reducing the know this is not enough, so ASK is working with 60% carbon footprint of our menus so that by 2030, 65% will the University of Cambridge to study the impact of comprise low or very low carbon options. This is essen- carbon labels in our restaurant and stores, to better of Coco di Mama’s menu tial not only to meet changing consumer preferences, understand how we can engage our customers and but also to tackle our emissions given 60% of our Scope better communicate our impact. options are low and very 3 emissions can be traced back to our food. We believe that achieving our 2030 Goals will low carbon options To work towards these goals, we’ve partnered with help our customers transition to more sustainable Foodsteps, an emerging start up with a mission to help diets, and to do this we have to work more closely food businesses reduce their environmental impact. with our distribution partners, suppliers and farmers Coco di Mama has taken the lead, working with as we keep educating and challenging ourselves to Foodsteps to learn about our food’s impact and what develop future 昀椀t recipes. can be done to reduce it. Coco di Mama’s menus have 60% low or very low carbon options, ranging from breakfast items to snacks and meals. With Foodsteps’ help, we’re exploring how to improve even further and share our impact with customers. We’ve explored our impact across our ‘Vegan Swaps’ offered as part of ASK Italian’s menu. We found that our Vegan Swaps could reduce the carbon impact of the dishes by up to 70%. On our journey, we learned 70% that balance is key and understanding impact is critical reductions in carbon impact are to creating dishes that support a transition to sustainable possible when choosing vegan diets. alternatives at ASK Italian
IMPACT AREA HEALTH AND NUTRITION 800 Across the Azzurri Group, we believe in serving good food that or less calorie options creates connections and celebrates our customers’ most important life events. available at Zizzi and The past year has seen some important developments in even further, by introducing new goals for salt, fats ASK Italian our food journey, starting with making it easier for and sugar- all to provide our younger diners with customers to make informed choices about their diets memorable experiences that also support their health. through new mandatory calorie labelling in England. In 2021, Zizzi was named by the Soil Association as a Our customers can now find calorie information on top 3 brand in the country for young diners eating out. restaurant menus, online menus, third party apps and Catering to different diets is critical to our work. food delivery platforms across all of Azzurri group’s An estimated two million people are living with a brands. However, conscious that not everyone wants to diagnosed food allergy and 600,000 people live see this information, our ASK Italian and Zizzi brands with coeliac disease. In addition to our menus offering have also added filters to allow consumers to choose over 60% vegan and vegetarian options, we also whether they want to review this information. offer gluten free options to cater to a variety of needs. 500 As we provide information on calories, we also make We’re acutely aware of our responsibilities in this or less calorie options sure there are options to meet everyone’s needs. At Coco area and work hard to embed the management of available at Coco di Mama di Mama, customers coming for a quick lunch, breakfast food hypersensitivity in our restaurants, creating a or snack can expect over 70% of main meal options strong food safety culture. We follow industry best consisting of 500 calories or less. On the other hand, practice by proactively asking customers about dining experiences at ASK Italian and Zizzi tend to be allergies and have allocated allergen managers to more fulfilling and 30% of mains sit under 800 calories. ensure a safe process, from order through to serving. When it comes to kids, ASK Italian and Zizzi are keen We also provide full allergen 昀椀ltering through our to give peace of mind to parents. Both brands’ core digital table ordering system. dishes for kids sit well underneath the PHE calorie All these steps are underpinned by a laser focus on guidelines for 7-10 year olds and they both offer food safety. Our teams take food safety very seriously customers the possibility to order two portions of and as of the end of our 昀椀nancial year, 90% of vegetables. To encourage more intake of vegetables, Azzurri premises held the highest rating of 5 (or PASS vegetable toppings are available for pizzas and ASK in Scotland) as per the Food Hygiene Rating and Italian is offering all kids a complementary side of peas Food Information Schemes. as part of their Peas Please pledge. Through our 2030 Goals, we’re committed to going
IMPACT AREA SUSTAINABLE SOURCING We love food and care enormously about where it comes from. Farm-to-fork traceability and working with suppliers who have high ethical standards are fundamental to our business. We know how important these are to our customers and people. This is why we expect our suppliers to abide by our on achievements and learnings, we’ve released a more Business Code of Conduct, which is consistent with comprehensive approach through our 2030 Goals. We’re internationally agreed conventions on workers’ rights strengthening our commitments to higher animal welfare and the Ethical Trading Initiative (ETI) Base Code and and looking at sustainably sourcing commodities that are demonstrates our commitment to the letter and spirit of most vulnerable to climate change, such as coffee and the Modern Slavery Act. rice, whilst doing the right thing by our suppliers. Our Purchasing and Supply Chain team is key to These challenges also allowed us to make improvements the group’s commercial growth and fully champions in other areas. Starting in 2021, Azzurri consolidated its sustainability and ethical sourcing. We go the extra mile distribution of ambient and fresh products to a single by partnering with similar value-minded organisations and distribution centre, reducing deliveries by 60% and 1 million source ingredients from growers and suppliers who share consequently saving around one million food miles a year. food miles were cut through our commitment to responsible sourcing. Almost 40% of Keeping our deliveries local helps us reduce emissions more ef昀椀cient food distribution our annual spend is invested in products sourced from the and form stronger connections with our national United Kingdom. Over 6% of our yearly spend comes suppliers. For example, we source our Red Tractor from sustainably certi昀椀ed suppliers, such as cooperatives, certi昀椀ed milk from Paynes, a family-owned business that B-Corps and community interest groups. In addition, almost works with 121 farms across the UK and our mozzarella 5% of our spend supports minority-owned businesses. is made from UK Red Tractor certi昀椀ed milk. We’re committed to growing these 昀椀gures through Forming better connections with our suppliers is important our 2030 Goals and diversify our spend to support at a local and international level, as it allows us to organisations committed to bettering people and planet. source high quality ingredients consistently. For instance, Sourcing sustainable products has been challenging in we source our passata from Greci, an Italian hallmark the past year, as we dealt with critical supply chain and business that opened its 昀椀rst tomato production in 1923. disruptions due to Brexit, the COVID-19 pandemic and Our business has grown alongside Greci’s as we’ve the war in Ukraine. In particular, our teams faced major perfected our recipes using their ingredients for over challenges sourcing meat and other imported products and a dozen years. Our relationship has survived business had to be dynamic in adapting to supply challenges to challenges and the impacts of extreme weather events. 40% keep up with our business’ needs. These challenges made Together, we’ve maintained a consistent supply of the of our ingredients are us review our sustainable sourcing ambitions. Building secret sauce that our customers love. sourced from the UK
OUR COMMITMENTS ON THE PLATE HEALTH AND NUTRITION » By 2025, all our kids’ menus will meet PHE targets for sugar, salt, fat and calories. SUSTAINABLE DIETS » By 2025, we aim to provide the carbon footprint of items sold or listed in our brands’ menus. » By 2030, we aim for at least 65% of the dishes listed on our brands’ menus to be low or very low carbon impact.
OUR COMMITMENTS ON THE PLATE SUSTAINABLE SOURCING » By 2030, we will invest in diverse and resilient supply chains by increasing spending with local suppliers » Building on our existing commitments to source by 10% and increasing spending with suppliers sustainably certified seafood, palm oil, free-range eggs from minority backgrounds and sustainably certi昀椀ed and meat, by 2030, we will also source sustainably organisations by 20%. certified rice, sugar and coffee. Increase Spending with Local Suppliers by 10% Free-Range Eggs used in our restaurants Increase Spending with Minority Suppliers by 20% Seafood Increase Spending with Sustainably Certi昀椀ed Organisations by 20% Palm Oil » By 2030, we will sustainably source our uniforms, paper Coffee products, and work with suppliers who use sustainable Higher Welfare Meat alternatives to soy in animal feed and avoid the routine use of prophylactic antibiotics. No Routine Use of Prophylactic Antibiotics Sugar Sustainable Sourcing of Soy (in Animal Feed) Rice Sustainable Sourcing of Customer-Facing Paper Products
GOVERNANCE GOVERNANCE STRUCTURE Our Recipe for a Better Future needs our teams to work together to make our 2030 Azzurri Group Goals a reality. In the past year, we improved our Claudia Candiotto, Head of Responsible Business accountability and governance systems, Kieran Pitcher, Commercial & Property Director so that sustainability is embedded throughout Stefan Porter, Purchasing & Supply Chain Director our structure. Matthew Grey, Finance Controller Jane Bon Bernard, People Director We created the Responsible Business department in October 2021 Adrian Vickery, Head of Property to drive our sustainability strategy and support our brands to achieve Lucy La Rana, Head of Quality & Safety their goals. At Board Level, sustainability is championed by the Com- mercial and Property Director and we appointed 11 sustainability leads across Azzurri Central, Coco di Mama, ASK Italian and Zizzi. ASK Italian These individuals are in unique positions to leverage their knowledge, maintain internal momentum and influence key decision making Corinne Prior, Marketing Director moments. In addition, Coco di Mama has also launched its own Amita Patel, Head of People com-mittee of ‘Changemakers’. This group meets monthly to discuss how to make progress on the 2030 Goals. To improve internal accountability, we set financial bonus links Coco di Mama to our sustainability metrics for key Azzurri Central departments. Jim Attwood, Managing Director We introduced a control system to frequently review KPIs for each Sara McKennedy, Commercial Brand Director brand. We run annual environmental, social and governance risk assessments that feed into the group’s annual risk assessment process reviewing salient issues and assigning suitable short and Zizzi long-term actions. Harry Heeley, Managing Director These new governance measures help us keep focused on our Paul Dunford, People Director Recipe for a Better Future. We’ve been working hard to evolve our Kathryn Turner, Food Development & Food sustainability strategy and set ambitious targets that put our business at Strategic Projects Director the forefront of our industry and on a journey to becoming a business the world needs – one that serves better for our communities and our planet.
APPENDIX 1 SUSTAINABLE DEVELOPMENT GOALS Recipe for a Better Future supports seven of the 17 United Nations’ Sustainable Development Goals, a global agenda to end poverty, protect the planet, and ensure prosperity for all. It was important for us to align our 2030 Goals to the SDGs for a few reasons. We’ve reviewed the SDGs and identi昀椀ed seven that are most relevant to our Firstly, we want our impact to be meaningful and tied to issues affecting people work within the group. Re昀氀ecting on all areas of our work, we devised goals and planet. Secondly, we want our impact to be framed in a way that can be that we know will impact on these targets and will move us forward on that understood by our industry, our investors, the people we work with, and the journey. We understand that our impact is wider than these seven areas, but communities we impact. The SDGs allow us to do just that - link our work to see these as a solid foundation from which to build our progress. global ambitions pursued by communities, businesses, and governments alike. SUSTAINABLE DEVELOPMENT GOAL OUR COMMITMENT OUR 2030 GOAL SDG 2 End hunger, achieve food security and improved nutrition Donate half a million meals by 2030. Zero Hunger and promote sustainable agriculture. (Target 2.1; Target 2.3) Our 220 restaurants and stores are at the heart of many UK communities. We’re here to sustain happy, healthy lives within those communities, managing our food waste, and donating surplus food to those who need it most. SDG 8 Promote inclusive and sustainable economic growth, employment By 2030, we will have helped 10,000 individuals Decent work and economic growth and decent work for all. enter the job market through apprenticeships, (Target 8.5; Target 8.6) We’re committed to training our teams and providing career opportunities. internships, work experience placements and job We’re dedicated to building an engaging and healthy environment that and life skills training. supports and nourishes individuals to be better and do better. By 2030, all employees aged 18+ will receive pay that exceeds the national living wage. SDG 9 Build resilient infrastructure, promote sustainable industrialisation By 2025, all new restaurants and restaurant 昀椀t-outs will Industry, Innovation and Infrastructure and foster innovation. be built to the standards set out in our new sustainable (Target 9.4) With 220 restaurants and stores across the UK, we’re focused on minimising design and construction policy. our environmental footprint at every site. We’re already committed to sending zero-to-landfill and want to take this further. Our design and construction policy will also promote sustainable design and construction.
APPENDIX 1 SUSTAINABLE DEVELOPMENT GOAL OUR COMMITMENT OUR 2030 GOAL SDG 10 Reduce inequality within and among countries. By 2030, we will invest in diverse and resilient supply Reduced inequalities Our customers come from all walks of life and so do we. We’re not all the chains by increasing spending with local suppliers by (Target 10.2) same and that is our greatest strength. We draw on the differences in who we 10% and increasing spending with suppliers from are, what we’ve experienced and how we think, to build better food businesses minority backgrounds and sustainably certified that sustain happy, healthy lives. We build teams made up of great people from organisations by 20%. a wide variety of backgrounds and abilities, not just because it’s the right thing By 2025, we will be a signatory to BITC’s Race at to do, but because it makes our business stronger. Work charter and build out our full diversity and inclusion strategy. SDG 12 Ensure sustainable consumption and production patterns. By 2025, all our out of restaurant packaging will be Responsible Consumption and Production We believe in responsible business - in doing business in a way that is better for widely recyclable. (Target 12.2; Target 12.3; Target 12.5; both our planet and our people. That means having sound social and ethical By 2030, we will have cut our food waste by 15%. Target 12.6) practices and considering our impact on the environment and how to reduce it. Expanding on our existing zero-to-land昀椀ll commitment, We believe in getting as much value as possible from every waste stream, to by 2025 we aim to send zero waste to land昀椀ll from protect our planet’s resources and drive value for our businesses. 100% restaurant 昀椀t outs and new builds. SDG 13 Take urgent action to combat climate change and its impacts. By 2040, we will achieve net zero emissions across our Climate Action Climate change is one of the most urgent issues facing humankind. It requires operations and supply chain (Target 13.3) swift and radical action. We’re taking action both within our business through By 2025, we aim to provide the carbon footprint of items our net zero by 2040 ambition and in the way we support our customers to sold or listed in our brands’ menus. make more informed choices through carbon footprint labelling too. SDG 14 Conserve and sustainably use the oceans, seas and marine resources. Building on our existing commitments to source Life below water Many of our dishes are reliant on 昀椀sh and seafood ingredients, so we’re sustainably certified seafood, palm oil, free-range eggs (Target 14.4; Target 14.6) committed to sourcing our 昀椀sh and seafood sustainably to protect 昀椀sh stocks and meat, by 2030, we will also source sustainably and marine ecosystems. certi昀椀ed rice, sugar and coffee.
APPENDIX 2 SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB) RESPONSE This disclosure marks Azzurri Group’s 昀椀rst response to the SASB Restaurants Standard. We are in the process of developing our approach to collecting data for the accounting metrics. For metrics for which data is not yet available, we offer information on our approach to and targets for these topics. SASB CODE ACCOUNTING METRIC MATERIAL TOPICS RESPONSE Energy Management FB-RN-130a.1 (1) Total energy consumed Energy 198,622 Gigajoules (2) percentage grid electricity Energy 100% (3) percentage renewable Energy 3.3% Water Management FB-RN-140a.1 (1) Total water withdrawn Water Data for water withdrawal and consumption is not yet centralised at entity level. We are taking action to improve our (2) total water consumed, percentage of each in regions with Water data collection processes to accurately measure water High or Extremely High Baseline Water Stress consumption and are committed to reducing it. Food & Packaging Waste Management FB-RN-150a.1 (1) Total amount of waste Waste 5,856.51 Mt (2) percentage food waste Waste 7.58% (3) percentage diverted Waste 99.7%
APPENDIX 2 SASB CODE ACCOUNTING METRIC MATERIAL TOPICS RESPONSE FB-RN-150a.2 (1) Total weight of packaging Waste 1,724.09 Mt (2) percentage made from recycled and/or renewable materials Waste 30.7% (3) percentage that is recyclable, reusable, and/or compostable Waste 50.7% Food safety FB-RN-250.a1 (1) Percentage of restaurants inspected by a food safety oversight body Health & Nutrition 44.9% (2) percentage receiving critical violations Health & Nutrition 0% FB-RN-250.a2 (1) Number of recalls issued and (2) total amount Health & Nutrition 0 of food product recalled FB-RN-250a.3 Number of con昀椀rmed foodborne illness outbreaks, percentage Health & Nutrition Not applicable. This metric is only relevant to operations resulting in U.S. Centers for Disease Control and Prevention (CDC) in the United States, which Azzurri does not have. investigation Nutritional Content FB-RN-260a.1 (1) Percentage of meal options consistent with national dietary Health & Nutrition Refer to page 29 for our health and nutrition strategy. Following guidelines and calorie legislation in the UK, 70% of CDM’s menu is under 500 calories, 34% of ASK Italian’s menu is under 800 calories, 27.5% of Zizzi’s menu is under 800 calories. (2) revenue from these options Refer to our Annual Report for information on the company’s 昀椀nancial performance. FB-RN-260a.2 (1) Percentage of children’s meal options consistent with national Health & Nutrition Refer to page 29 for data on our main meals, we are working dietary guidelines for children and to de昀椀ne a uni昀椀ed methodology for data collection and calculation for our brands’ set kids meals. (2) revenue from these options Refer to our Annual Report for information on the company’s 昀椀nancial performance.
APPENDIX 2 SASB CODE ACCOUNTING METRIC MATERIAL TOPICS RESPONSE FB-RN-260a.3 Number of advertising impressions made on children, percentage Health & Nutrition 0 promoting products that meet national dietary guidelines for children Labor Practices FB-RN-310a.1 (1) Voluntary turnover rate for restaurant employees Wellbeing, reward This topic is mentioned in our Azzurri Annual Report. For more & recognition information on our people approach to wellbeing, reward & recognition refer to page 14. (2) involuntary turnover rate for restaurant employees Wellbeing, reward This topic is mentioned in our Azzurri Annual Report. For more & recognition information on our people approach to wellbeing, reward & recognition refer to page 14. FB-RN-310a.2 (1) Average hourly wage, by region Wellbeing, reward 80.3% of our employees are paid above National Living Wage. & recognition (2) percentage of restaurant employees earning minimum wage, Wellbeing, reward 100% by region & recognition FB-RN-310a.3 Total amount of monetary losses as a result of legal proceedings Wellbeing, reward 0 associated with (1) labor law violations & recognition Total amount of monetary losses as a result of legal proceedings Wellbeing, reward 0 associated with (2) employment discrimination & recognition Supply Chain Management & Food Sourcing FB-RN-430a.1 Percentage of food purchased that (1) meets environmental and Sustainable Sourcing We are working to define a unified methodology for social sourcing standards data collection and calculation at Azzurri Group. Percentage of food purchased that (2) is certi昀椀ed to third-party Sustainable Sourcing 15.9% environmental and/or social standards
APPENDIX 2 SASB CODE ACCOUNTING METRIC MATERIAL TOPICS RESPONSE FB-RN-430a.2 Percentage of (1) eggs that originated from a cage-free environment Sustainable Sourcing 100% Percentage of (2) pork that was produced without the use Sustainable Sourcing 43% of our main products come from gestation crate-free of gestation crates environments, 57% of our main pork products come from limited- gestation crate environments (compliant with local legislation and/or Red Tractor certi昀椀cations) FB-RN-430a.3 Discussion of strategy to manage environmental and social risks Sustainable Sourcing Refer to page 30 within the supply chain, including animal welfare Activity Metric FB-RN-000.A Number of (1) company-owned restaurants NA 214 Number of (2) franchise restaurants NA 0 FB-RN-000.B Number of employees at (1) company-owned NA 4500 Number of employees at (2) franchise locations NA 0
AZZURRI CENTRAL LIMITED Third Floor, Capital House 25 Chapel Street, London NW1 5DH REPORT DESIGNED BY FLORIN CHEREJI